The Breakers Palm Beach Promotes Tricia Taylor to Executive Vice President & General Manager

USA, Palm Beach, Florida. March 14, 2019

The Breakers Palm Beach has promoted Tricia Taylor to hold a pivotal leadership role, as announced by Paul N. Leone, CEO of the independent, luxury hotel enterprise and Flagler System, Inc.

Tricia Taylor, senior vice president & general manager, and a 23-year veteran of The Breakers, has been promoted to Executive Vice President & General Manager. Taylor's wide-ranging responsibilities for this complex, multi-faceted resort, consist of leading 1,800 associates throughout the property's four operating divisions: rooms, food & beverage, event services and recreation (spa, pool & beach, activities, golf and tennis), plus additional support departments including marketing, revenue management and security. Determined to consistently raise the standard of excellence, Taylor's primary focus is on the continual improvement of products and services, guest satisfaction and team member engagement and well-being.

A graduate of Cornell's School of Hotel Administration, Taylor began her career at New York's Waldorf Astoria and joined The Breakers in 1996. Progressing through the Rooms Division, Taylor was promoted to hotel manager in 2002, while earning her MBA with honors at Florida Atlantic University. She became general manager in 2010 and five years later she was promoted to senior vice president. An advocate of hospitality education, Taylor is a guest lecturer at Florida Atlantic University, University of Central Florida (UCF) and Cornell University. She is on the Advisory Board for UCF's Rosen College of Hospitality Management and serves as a coach for Cornell University's Leadership Development Program.

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Revenue Management: Focus On Profit

Revenue Management is still a relatively new profession within hotel operations and as such, it continues to evolve. One significant trend in this area is a shift away from using revenue as the foundation to generate key performance indicators (KPIs) and to instead place the emphasis on profit. Traditionally, revenue managers have relied on total revenue per available room (TrevPAR) and revenue per available room (RevPAR) as the basis of their KPIs. Now, some revenue managers are using gross operating profit per available room (GOPPAR) as their primary KPI. This puts profit at the center of revenue management strategy, and managers are increasingly searching for new ways to increase the profitability of their hotels. Return on Investment is the objective of any hotel investment, so it is only logical that profitability and ROI will be emphasized going forward. Another trend is an expanded focus on direct hotel bookings. Revenue managers know that one way to increase profitability is to steer guests away from online travel agencies (OTAs) and book directly with the hotel. This tactic also reinforces brand identity and loyalty, and encourages repeat business. In addition, it provides a valuable platform to market the hotel directly to the customer, and to upsell room upgrades or other services to them. Another trend for revenue managers involves automation in their software programs. Revenue management systems with automation are far more desirable than those without it. Automating data entry and logistics increases efficiency, allowing managers to spend more time on formulating strategy. As a bonus, an automated system helps with aggregating and interpreting data. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.